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“Education doesn’t necessarily change behavior,” believes Charlotte Blank, chief behavioral officer for marketing and advertising firm Maritz. “Our environment, however, has an enormous effect on our behavior. Therefore, we can use policies and systems to nudge us in the right direction.”
Such an approach looks forward, simplifying the environment to remove barriers before they deter learning and allowing a company to fine-tune its course content and integrate personalization into module-based learning.
By Bill George and Doug Baker
As a result of myriad leadership and economic failures in the past, both personal growth and leadership development are undergoing a significant rethinking. Macroeconomic theories prevalent for the last 30 years convinced many opinion leaders that people are motivated by monetary gains alone and act only in their economic self-interest.
Last month, I regretfully had to have a 70-foot-tall, stately maple tree removed from my front lawn. Unfortunately, it had fallen victim to a condition called girdling roots, in which the roots grew around the base of the trunk and choked off vital nutrients and water. A few weeks later, I noticed a hint of green peeking out from the mound of mulch. I cleared away the dirt and found a small sprout growing in the spot.
Wall Street may not be fashionable in some circles, but here’s one statement that’s tough to dispute: Wall Street professionals know how to negotiate a good deal. Last year, even in relatively lean times, 56 percent of Wall Street financial pros reported earning a higher bonus than they earned the year before.
A changing mindset combined with changing technology is driving the use of games and simulations, says Karl M. Kapp, a learning and technology expert and professor of instructional technology at Bloomsburg University in Bloomsburg, PA. “People are becoming more open to using games and simulations for learning, and, at the same time, the technologies are making the development of games and simulations easier and faster than a mere five years ago.”
In an effort to continuously improve member service levels, AAA – The Auto Club Group faced a learning challenge: It needed a simulation that would address the specific service issues its customer-facing employees handle. The company decided the best way to meet this learning need was to develop its own custom simulation, says AAA – The Auto Club Group Vice President and Chief Learning Officer Daniel Hill.
When Cox Enterprise’s Cox Leadership Program (CLP) needed an action-learning simulation to support its curriculum, the company turned to PressTime, a computer-driven behavioral simulation created and distributed by Discovery Learning. After observing the simulation at a company in Canada, Susan Edwards, Cox’s business effectiveness and executive development consultant, decided it met the leadership program’s learning objectives.
Some 310 training professionals gathered at Training’s first Learning 3.0 Conference in Chicago last month to discover the industry’s next transformation and how it will affect their organizations. They heard from innovative thinkers on topics such as “When Games Invade Real Life and Gamify Work,” “Leveraging Social Media to Change the Enterprise,” “How the Brain Science of Attention Will Change the Way We Learn,” and “Cultivating the Imagination: Building Learning Environments for Innovation.”
Starting a corporate mentoring program can seem like a huge task, and for that reason alone, many organizations simply don’t do it. They talk themselves out of it and rationalize that the “informal” mentoring taking place organically in the organization is enough. But it’s not.
Here are 10 tips to help you get your program off to a successful start:
By Lyrae Myxter, Director, Executive Services, Aperian Global
Once an agricultural society, Italy has developed into one of the world’s leading industrial economies since World War II. It ranks eighth in nominal GDP, is a member of the G8, and a founding member of the European Union.
By Tony O’Driscoll, Executive Director, Center for Technology, Entertainment and Media, Duke University’s Fuqua School of Business
To mark the 35th anniversary of the Training Conference & Expo, at Training 2012, our aspiration is a simple but audacious one: to take what we know about what works and what does not in driving human performance and to apply it in a way that allows everyone to achieve their utmost potential.
Will you be working for the same company a year from now? How about two? Will you make it five? Do you have a guarantee? And look back at your career up to now. How many companies have you worked for?
More than one major business publication recently published articles about the passing of the era of company loyalty. The notion that people can have lifelong careers at the same company doesn’t seem to work in today’s economy.
Trainingmagazine graciously asked me to write the final Last Word column for 2011 in view of my
50-plus years as a training professional, my creation of the Four Levels of Evaluation, and my recent
retirement. Much has happened through these last 50 years.
Global research performed by the HPO Center in The Netherlands shows that many organizations make the wrong choices when undergoing a reorganization. Cuts are made in the wrong projects, poorly
performing employees stay in place, and the organization focuses mainly on internal cost savings. The HPO Center surveyed the most important qualities needed to be and remain successful at more than 1,400 organizations in 50 countries. Results showed that five success factors give organizations the right focus in a reorganization:
Productivity often is measured by output. What project did you finish? What product did you ship? At this time of the year, measure differently. Much of what you completed this year was dependent on the people in your (extended) networks. Beyond Facebook friends and LinkedIn contacts, these are people who influence goals and priorities and help you get things done.
We hear a lot about work/life balance, but it actually is a myth, says Jon Gordon, author of “The Seed: Finding Purpose and Happiness in Life and Work” (Wiley, 2011, www.JonGordon.com). “Rather,” he explains, “I’ve come to realize that the dance between work and life is more about rhythm than balance.”
SSI Investments II Ltd., a parent company of SkillSoft Ltd., a software-as-a-service (SaaS) provider of on-demand e-learning and performance support solutions, announced that its indirect subsidiaries, SkillSoft Corp. and SkillSoft Ireland Ltd., acquired Element K from NIIT Ventures Inc., a subsidiary of NIIT Ltd. Element K’s offerings include e-learning content, virtual labs, ILT print materials, and custom development services. Under the terms of the agreement, the Element K business was acquired for $110 million in cash, subject to adjustments.